I am seeking a position as a Finance Executive with a middle market company, a division/subsidiary of a larger company or a company with high growth potential. Typical job descriptions, depending on the company would be CFO, VP Finance, Controller or Finance Director.
Andrew R. Schoenherr, CPA
SENIOR FINANCE PROFESSIONAL
Strategy Development; Operational Support; Liquidity Management
Operationally oriented Finance professional with a broad business back ground that includes general management with full P&L responsibility. Strategic problem solver with expertise in finance, treasury, business development, and international organizations. Excellent team builder recognized for integrity, communication of objectives and empowerment, inspiring teams to deliver creative solutions to problems. Ideally suited for environments that require a hands-on finance leader capable of assuming multiple responsibilities.
Core competencies include:
• Financial Reporting
• Business Turnaround
• Systems Implementation
• Metrics Based Management
• Product Cost & Pricing
• Mergers & Acquisitions
• Internal Controls
• Reorganization
• Contract Negotiation
Experience
GABRIEL RIDE CONTROL LLC
Gabriel is a $175 million spinoff from ArvinMeritor and a leading manufacturer of automotive aftermarket, commercial vehicle and specialty suspensions with operations in 3 states and Mexico.
Senior Director, Global Finance (2009-2010)
Responsible for establishing global finance operations for this new legal entity including forecasting, reporting, treasury, tax and internal controls.
• Developed strategy and executed a project plan that resulted in $10 million improvement in working capital settlement with ArvinMeritor. Plan included developing technical accounting positions, preparing written presentations for arbitration and negotiating a final settlement.
• Secured line of credit and equipment financing to provide cash resources for new company.
• Supported supply chain improvements, pricing actions and process implementations instrumental to achieving first quarterly profit for Gabriel in over 3 years.
ARVINMERITOR
ArvinMeritor is a $7 billion, tier 1 supplier to the automotive and commercial vehicle industries.
Senior Finance Director – Vehicle Dynamics Business Unit (2008-2009)
Established financial control of the Vehicle Dynamics business unit; a $200 million manufacturer of Gabriel suspensions with operations in the USA, Mexico, Canada, and Europe. The North American operations were sold in June 2009 to Gabriel Ride Control LLC.
• Developed forecasts on clearly defined expectations and provided insightful analysis of variances.
• Created and directed weekly reviews of key metrics and priorities. These meetings were critical to successful completion of projects to close the Toronto plant and implement MFG Pro ERP system in US. They also lead to improved quality and delivery performance.
• Primary interface for financial due diligence with prospective buyers of Gabriel.
Assistant Controller – Arvin Innovation (2008)
Responsible for External Reporting, FP&A, Sarbanes-Oxley, and corporate accounting for this $3 Billion subsidiary of ArvinMeritor. Supported due diligence for $100 million line of credit and selection of auditors. Assigned to Vehicle Dynamics to trouble-shoot performance of the struggling business unit.
WAGON AUTOMOTIVE, INC.
Wagon Automotive Inc. is a subsidiary of a Wagon Automotive plc, a $1.8 Billion European manufacturer of automotive components. Hawtal Whiting Inc. (HWI) is an engineering services company that Wagon bought in 2000 and divested in 2005. Wagon Automotive filed for bankruptcy in December 2008 and is no longer in business. Wagon Automotive, Inc., a profitable subsidiary, was sold in 2009.
WAGON AUTOMOTIVE INC.
General Manager & COO – 2005 to 2008
Chief Financial Officer – 2002 to 2005
HAWTAL WHITING INC./WAGON ENGINEERING
Chief Operating Officer – 2003 to 2005
Chief Financial Officer – 2000 to 2003
Executive Manager of Finance – 1998 to 2000
Controller – 1996 to 1998
Operational Management
• Proposed and delivered strategic plan for growth in North American manufacturing operations.
o Successful launch of 6 programs in 20 months.
o Revenue growth from $1 million to $20 million.
o Developed staff from 12 associates to over 100.
• Received award for 1000 days without a Lost Time Accident.
• Implemented visual management tools and Lean Manufacturing approach.
• Directed construction and integration of 45,000 square foot addition to plant.
• Responsible for P&L and liquidity.
Financial Management
• Negotiated line of credit and equipment financing to fund new programs.
• Developed metrics which focused team on customer needs and Wagon’s strategic objectives.
Business Development
• Maintained sales pipeline with 10 program awards in 3 years as COO.
• Received GM Supplier of the Year Award for 5 consecutive years.
• Negotiated 5 year contract with largest customer to provide 60,000 square foot engineering office complete with CAD, PC and communication networks.
Reorganization and Divestiture
• Proposed, planned and negotiated divestiture of non-core engineering services operation, which generated cash and allowed management to grow core manufacturing operations
• Maintained stable team during period of significant transition, including divestiture of 120 person engineering services operation, consolidation of remaining staff from 4 locations to 1.
• Led reorganization that improved profit by $1 million.
• Lead role in transaction to spin-off largest business unit while simultaneously negotiating line of credit with new bank. Remaining business then grew by 75% over next 2 years.
• Maintained confidence of employees, banks and customers while Hawtal Whiting, plc entered receivership. Important role in working with Wagon before, during and after acquisition.
Process/System Improvements
• Replaced ineffective ERP system with QAD MFG Pro in less than 4 months.
R. L. POLK & CO.
Polk is a provider of data to the automotive and marketing industries
Director of Accounting – 1994 to 1996
Managed a staff of 20 professional and clerical employees.
• Responsibilities included financial reporting to management, investors and the Board, centralized accounts payable, coordinating accounting and budgeting for the entire company, and due diligence team for numerous M&A transactions.
Internal Audit Leader – 1992 to 1994
• Created audit function while performing as key advisor to CFO.
• Wrote and implemented policies which improved efficiency and effectiveness of operations.
• Lead role implementing JD Edwards system, cutting 12 days from closing cycle.
DELOITTE & TOUCHE
Deloitte is one of the largest accounting and consulting firms in the world.
Manager – 1990 to 1992
Senior Auditor – 1987 to 1990
Staff Auditor – 1986 to 1987
Education
BA/MBA - Michigan State University, December 1985
Program in Professional Accounting. Graduated “with honor†while majoring in
Accounting Information Systems and Cost Accounting.
Professional Designations
CPA & CMA - Passed both exams in first sitting.
Personal/Professional
SE Michigan Leadership Board of American Diabetes Association.
Chairperson for signature fundraising event – Step Out Walk for Diabetes
AICPA, MACPA
NukeJobs is a nuclear jobs board that provides nuclear job seekers access to international directories of Nuclear Employers, Nuclear Resumes and Nuclear Jobs such as Nuclear Engineer Jobs, Nuclear Construction Jobs, Nuclear Power Plant Jobs, Nuclear Medicine Jobs, Nuclear Pharmacy Jobs, Nuclear Security Jobs, Nuclear Physics Jobs, Nuclear Reactor Jobs, Nuclear Material Jobs, Nuclear Safety Jobs, and Nuclear Waste Jobs.